5 Keys (Best Practices) To Building A Great Project Team
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Will Your Team Make or Break Your Project? Current studies indicate that 97% of all projects fail to meet their time, budget, and delivery goals. And if the truth be known, it’s not for technical reasons that most of these projects are failing, but rather because of people problems. As a manager, your ability to select and engage the right team members is the most important part of your job. Get it wrong and you really will have failure on your hands. Joe Kolinger reveals “5 Keys to Building a Great Team” using a widely accessible tool, together with a proven process to help build great teams that perform with excellence. This is fully sponsored by OfficeWork Software and Kolinger Associates. Access OfficeWork Software’s web seminar "5 Keys to Building a Great Team" This presentation addresses 5 of the frequently overlooked keys to getting the right team in place to make your project a success. Learn how to assess and overcome the top issues plaguing project teams: 1. Warning signs you have the wrong people assigned 2. Unclear, ‘squishy’ understanding of roles and responsibilities 3. Casual indifference to the project’s success 4. Chronic interruptions to progress from the sponsor, other projects and operational work 5. Lack of communication tools that help members easily identify and contact the right people to resolve problems Hey - So what if you have the ‘perfect’ project plan and your sponsors have endorsed your initiative? Unless you have the right team, effectively engaged your project is doomed! Attend this FREE webinar and learn how to spot and fix problems with your team structure before they derail your well-laid project plans.
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5 Keys (Best Practices) To Building A Great Project Team
- 10. Stages of Team Development PMI Process Process is Only One Factor
- 21. Publish the project team chart to the web where everyone can see it. http://www.officeworksoftware.com/programs/flash4/Index.html
Editor's Notes
- My company spent over $5 million on my education. I was trained by the best people in the business. My background includes computer operations, programming, managing projects, corporate process improvement, measurement, quality assurance, methodology development, consulting, and sales. My specialty is guiding teams and coaching project managers to be the best. At the largest utility in California I was known as ‘ Mr. Project Management ’. I mention this because these experiences shaped my views on PM. I’ve seen fortunes spent on IT projects: Large, medium, and small. I’ve seen lots of money spent; I’ve spent other people’s money, and I have the distinction of having spent my own on software projects. (TurboProject, FormTool, and OrgChart Professional). So my experience is very real and varied. I am an American, but had the privilege of growing up in England and Switzerland. My wife is half-Japanese. My company’s software development teams are in India and Russia. So I have had a lot of exposure to other cultures, their values, preferences, communication styles, and work habits. Most of what I have to say transcends culture. Project Management is often referred to as the ‘accidental profession.’ Nobody goes to school (as far as I know) and says, ‘When I grow up I’m going to be a project manager.” No. Interestingly the profession attracts some of the best talent and pays some of the best salaries, but it is an accidental profession. Me? Dropped out of a college pre-med major, moved 10,000 miles from home to join a rock and roll band, went back to college, became a psychologist, went into software development, sat next to a boss who managed projects, got roped into managing projects, helped other projects get unstuck and complete their projects… And I was just minding my own business! The management guru, Peter Drucker puts it like this: Planning doesn’t work. You can prepare yourself, learn what you ought to know, and expand your experience and professionalism, but ultimately, he said, “opportunity comes in over the transom”. In this presentation I believe there are fundamentals that will help you be prepared for exploiting the opportunities that come ‘accidentally.’. The soul of a Project Manager: I believe there is something that must be apprehended deeply in a the project manager if they are going to fill the job properly. There is a passion and calling that this job requires to do it well. Ability and knowledge – as important as they are - are not enough. A PM looks at things differently. They get a hold of the big picture and have a knack of guiding a team to a useful conclusion. They focus and process everything in a different way. Some of the points in this presentation give an indication as to what this mentality includes. So I tend to communicate using academic research, real work success and failure (which gives great learning opportunity), human foibles, cartoons, and funny sayings. My personal tendency is to swing like a pendulum, going from the intense, super-serious and sublime before swinging to the ridiculous. But the points made in this presentation are very serious and very powerful. There are already scores of great books on PM. I wish I had written some of them. But, I guess if I had my way, I would write a cartoon book about this topic. Companies FORGET their greatest asset. As IF people mattered. The Secrets to Successful Strategy Execution Research shows that enterprises fail at execution because they go straight to structural reorganization and neglect the most powerful drivers of effectiveness—decision rights and information flow.
- My company spent over $5 million on my education. I was trained by the best people in the business. My background includes computer operations, programming, managing projects, corporate process improvement, measurement, quality assurance, methodology development, consulting, and sales. My specialty is guiding teams and coaching project managers to be the best. At the largest utility in California I was known as ‘ Mr. Project Management ’. I mention this because these experiences shaped my views on PM. I’ve seen fortunes spent on IT projects: Large, medium, and small. I’ve seen lots of money spent; I’ve spent other people’s money, and I have the distinction of having spent my own on software projects. (TurboProject, FormTool, and OrgChart Professional). So my experience is very real and varied. I am an American, but had the privilege of growing up in England and Switzerland. My wife is half-Japanese. My company’s software development teams are in India and Russia. So I have had a lot of exposure to other cultures, their values, preferences, communication styles, and work habits. Most of what I have to say transcends culture. Project Management is often referred to as the ‘accidental profession.’ Nobody goes to school (as far as I know) and says, ‘When I grow up I’m going to be a project manager.” No. Interestingly the profession attracts some of the best talent and pays some of the best salaries, but it is an accidental profession. Me? Dropped out of a college pre-med major, moved 10,000 miles from home to join a rock and roll band, went back to college, became a psychologist, went into software development, sat next to a boss who managed projects, got roped into managing projects, helped other projects get unstuck and complete their projects… And I was just minding my own business! The management guru, Peter Drucker puts it like this: Planning doesn’t work. You can prepare yourself, learn what you ought to know, and expand your experience and professionalism, but ultimately, he said, “opportunity comes in over the transom”. In this presentation I believe there are fundamentals that will help you be prepared for exploiting the opportunities that come ‘accidentally.’. The soul of a Project Manager: I believe there is something that must be apprehended deeply in a the project manager if they are going to fill the job properly. There is a passion and calling that this job requires to do it well. Ability and knowledge – as important as they are - are not enough. A PM looks at things differently. They get a hold of the big picture and have a knack of guiding a team to a useful conclusion. They focus and process everything in a different way. Some of the points in this presentation give an indication as to what this mentality includes. So I tend to communicate using academic research, real work success and failure (which gives great learning opportunity), human foibles, cartoons, and funny sayings. My personal tendency is to swing like a pendulum, going from the intense, super-serious and sublime before swinging to the ridiculous. But the points made in this presentation are very serious and very powerful. There are already scores of great books on PM. I wish I had written some of them. But, I guess if I had my way, I would write a cartoon book about this topic. Companies FORGET their greatest asset. As IF people mattered. The Secrets to Successful Strategy Execution Research shows that enterprises fail at execution because they go straight to structural reorganization and neglect the most powerful drivers of effectiveness—decision rights and information flow.
- Ownership: They ‘buy into’ or own the plan and dates because they were part of the commitment process – and the commitments reflect their capability. Qualified People: They are fit for the positions they occupy so interdependence of team members and the mission are not frustrated. Role Clarity: Roles and responsibilities are understood and agreed to Everyone participates in the project; there are no ‘dark spots’. Solution-Oriented: Brain storming rather than ‘blame storming’. There is an emphasis on solving problems rather than figuring out where to lay the blame. Communication is effective in that the necessary conversations can be held in time to deal with issue resolution. Team Players: Plays well with others. There is a healthy interdependence and good will toward one another. Team members support and trust each other. Conflict Resolution: There is tolerance for conflict, and conflicts are openly and honestly discussed.